Marketing Assignment
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9781284087819_SLID_CH07.pptxChapter 7
COMMITTEES AND TEAMS
Objectives (1 of 2)
Provide a generalized definition of a committee.
Differentiate among standing and ad hoc committees and plural executives and task forces.
Describe the generally accepted purposes and uses of committees.
Enumerate the advantages as well as the limitations and disadvantages of committees.
Provide guidelines for ensuring committee effectiveness.
Objectives (2 of 2)
Identify the role and functions of the committee chairperson.
Provide guidance for creating and preserving documentation of a committee’s formal proceedings.
Examine the modern management phenomenon of the employee team (in a number of possible forms) as a special case of the committee.
Definition of Committee
A group of persons in an organization who function collectively on an organized basis to perform some administrative activity
A group deliberation undertaken on a recurring basis done in the context of a specific grant of authority
Types of Committees
Temporary or ad hoc
Standing or permanent
Line
Staff
The plural executive
Some Typical Healthcare Committees
Patterns of Care Review
Clinical Documentation Review
Risk Management
Infection Control
Patient Safety
Quality Improvement
Professional Development
Credentials
Grievance Review
Uses of Committees
Utilize group deliberation
Offset decentralization/consolidate authority
Counterbalance authority
Represent interest groups
Protect due process
Promote coordination/cooperation
Avoid or postpone action
Train decision makers
Advantage and Disadvantage
MULTIPLICATION OF EXPERTISE: Great advantage
DILUTION OF RESPONSIBILITY: Frequent disadvantage
Limitations and Disadvantages
Slow deliberation: Not suitable for situations needing rapid decisions
Costly: Time value of each participant
Indecision
Members’ lack of preparation
Absenteeism or tardiness
Obstructionist behavior
Overemphasis on consensus, thus diluting the decision
For an Effective Team or Committee
Do not establish as an employee channel to management
Keep focused on quality or productivity
Staff with volunteers or rotating membership
Provide decision authority if possible
Use “committee of the whole” when practical
Staff long-standing teams with managers
Utilize ad hoc teams whenever practical
Periodic Evaluation of Committee’s Purpose (1 of 2)
Has the mission, charter, or charge changed somewhat or significantly?
What would happen if the committee were eliminated?
If retained, what changes should be made to its mission or charge?
Should the frequency of the meetings be altered?
Periodic Evaluation of Committee’s Purpose (2 of 2)
Can this committee’s functions be merged with another committee?
What changes should be made to its structure and/or composition?
What changes should be made to its reporting requirements?
Enhancing Committee Effectiveness (1 of 2)
View committee activity as important and legitimate
Provide necessary logistical support
Assign clear-cut responsibility and specific function
Give careful consideration to size and composition
Select chairperson with care
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Enhancing Committee Effectiveness (2 of 2)
Maintain adequate documentation and follow-up
Create task forces as an alternative to committee when possible
Ensure that members are sensitive to group dynamics and organizational conflict considerations
Selection of Chairperson
Appointed by senior management (e.g., governing board)
Appointed by department manager
Rotating role among members
Volunteer from the group
Duties of Chairperson
Schedule the meetings.
Coordinate the committee’s work with other committees and departments.
Comply with mandated deadlines and actions.
Obtain meeting space.
Issue meeting notices and agendas.
Coordinate and distribute support information before meetings.
Prepare the agenda, including sequencing items according to priority.
Chairing the Meeting
Start and stop on time.
State the purpose of the meeting.
Assign responsibility for recording the proceedings.
Encourage discussion and participation.
Remain in control of the proceedings.
Remain in control of the group itself.
End with specific plans.
Follow up action: minutes; periodic reports; monitor unfinished business.
Content of Minutes (1 of 2)
Name of the committee
Date, time, and place of meeting
Whether it is a regular or special meeting
Names of members present
Names of members absent (notation of excused absence)
Names and titles of guests
Content of Minutes (2 of 2)
Name of presiding officer
Establishment of quorum
Review and approval of minutes from previous meeting
Agenda items discussed, and disposition of each
Votes for and against, and abstentions
Disposition of Agenda Items
Formal motion
Discussion followed by general consensus; no formal motion
Discussion, followed by informal tabling; set aside temporarily
Discussion, followed by formal motion to table indefinitely
Item not discussed at this meeting; carry as old business to next meeting
Employee Teams
Often used to promote quality improvement
Closely associated with participative management
Usually less formal and structured than a committee
Cautions in Using Employee Teams
Avoid encroaching on the rights of collective bargaining units (e.g. wages, benefits)
Do not solicit grievances or suggestions about working conditions or any term of employment
Enhance Team Effectiveness
Give the team a clear mandate.
Keep the focus on productivity and quality improvement.
Invest the team with sufficient authority.
